Sledgehammers and Flies

We'll blame the lawyers some other day but for now, let's consider how management so often decides to use a sledgehammer to swat a fly.

Over the past few years, I've seen more examples than ever of executives and managers taking minor incidents - the sort of misconduct that could have been handled with a behind closed doors "Do that again and you're out of here" talk, and elevating them to a level once reserved for the worst actions.

I think this escalation is usually driven by a desire to prove the innocence - and protect the careers - of the decision-makers. It certainly is out of proportion when it comes to the offense. You'll hear, to use an old phrase, a wealth of words and a poverty of common sense; all facilitated by a lack of bravery.

There is another motive that sometimes stands by itself and other times is tossed into the mix: hypersensitivity. This is a particularly potent brew because anyone who opposes the proposed discipline risks being tagged as insensitive; a career-ending term. As a result, you can find hard-nosed execs sitting around and tut-tutting at conduct as if they were in some Victorian parlor.

Taking severe disciplinary action is portrayed as a bold move. Not so. There are times when enforcing a reasonable level of discipline that won't savage the cohesion of a team is the bravest step of all.